This was the presentation that I used during my defense for my thesis on Effect of change management on organizational performance of media companies in Kenya.
Traditional performance management focuses on setting individual objectives and assessing achievement. While intended to increase control, identify problems early, align goals, motivate employees, and provide clear standards, in reality managers are reluctant to give honest feedback and employees do not believe managers are qualified to evaluate them. Only 30% of workers feel performance management helps improve performance. Automated performance management aims to implement best practices more easily and improve feedback quality. A study of Pakistani industries found positive relationships between effective management by objectives practices, organizational productivity, and employee performance. The balanced scorecard measures performance across financial, customer, internal process, and learning/growth perspectives. 360 degree feedback involves confidential, anonymous feedback from subordinates, peers, and supervisors to provide development insights.
This document discusses organizational development and change. It defines organizational development as a planned process using behavioral science to create long-term change across an entire organization. It lists characteristics of organizational development like planned change, systems orientation, and collaborative management. Benefits include continuous improvement, increased communication, employee development, and increased profits. Limitations involve time, costs, and potential psychological harm. Organizational development focuses on qualitative changes, while management development focuses on training executives. Common methods are surveys, feedback, and team building.
Lean healthcare is a quality improvement philosophy that originated from Toyota's lean manufacturing principles. It aims to maximize value for patients through continuous improvement efforts. The key lean principles for healthcare include an attitude of continuous improvement using the PDSA cycle, creating value by improving outcomes while reducing costs and non-monetary burdens for all stakeholders, having a unity of purpose through clear organizational priorities, respecting frontline workers by empowering them to solve problems, using visual tools to track metrics, and establishing flexible standardized processes. Implementing lean requires transforming the organizational culture to prioritize frontline innovation and ongoing improvement.
This document presents information on organizational development. It discusses the historical development of organizational development from Lewin's work in the 1940s to a focus on systems thinking in the 1980s. It then outlines the typical process of an organizational development program, including problem identification, data collection, assigning workgroups to review data, planning change strategies, intervening through methods like training and consultation, and evaluation. Potential benefits are increased communication, shared goals, employee development, innovation, and reduced costs. Challenges include the time-consuming nature, costs, emphasis on groups, and difficulty evaluating programs. In conclusion, organizational development can enable changes that benefit organizations.
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
Assessment of OD - OD process - Organizational Change and Development - Manu...manumelwin
Assessing OD intervention involves judging about whether an intervention has been implemented as intended and if so, whether it is having desired results.
Effect of TQM Practices on Quality Performance through Operating Performance ...IRJET Journal
This study examines the relationship between Total Quality Management (TQM) practices and quality performance through operating performance in Indian manufacturing organizations. The study identified 13 key TQM practices based on literature and measured their impact on operating performance and quality performance. Survey data was collected from Indian manufacturing firms and analyzed using structural equation modeling. The results showed that TQM practices have a positive and significant effect on quality performance through their impact on operating performance. Specifically, practices like knowledge management, continuous improvement, and customer focus were found to contribute more to quality performance by improving operating performance in these organizations.
Traditional performance management focuses on setting individual objectives and assessing achievement. While intended to increase control, identify problems early, align goals, motivate employees, and provide clear standards, in reality managers are reluctant to give honest feedback and employees do not believe managers are qualified to evaluate them. Only 30% of workers feel performance management helps improve performance. Automated performance management aims to implement best practices more easily and improve feedback quality. A study of Pakistani industries found positive relationships between effective management by objectives practices, organizational productivity, and employee performance. The balanced scorecard measures performance across financial, customer, internal process, and learning/growth perspectives. 360 degree feedback involves confidential, anonymous feedback from subordinates, peers, and supervisors to provide development insights.
This document discusses organizational development and change. It defines organizational development as a planned process using behavioral science to create long-term change across an entire organization. It lists characteristics of organizational development like planned change, systems orientation, and collaborative management. Benefits include continuous improvement, increased communication, employee development, and increased profits. Limitations involve time, costs, and potential psychological harm. Organizational development focuses on qualitative changes, while management development focuses on training executives. Common methods are surveys, feedback, and team building.
Lean healthcare is a quality improvement philosophy that originated from Toyota's lean manufacturing principles. It aims to maximize value for patients through continuous improvement efforts. The key lean principles for healthcare include an attitude of continuous improvement using the PDSA cycle, creating value by improving outcomes while reducing costs and non-monetary burdens for all stakeholders, having a unity of purpose through clear organizational priorities, respecting frontline workers by empowering them to solve problems, using visual tools to track metrics, and establishing flexible standardized processes. Implementing lean requires transforming the organizational culture to prioritize frontline innovation and ongoing improvement.
This document presents information on organizational development. It discusses the historical development of organizational development from Lewin's work in the 1940s to a focus on systems thinking in the 1980s. It then outlines the typical process of an organizational development program, including problem identification, data collection, assigning workgroups to review data, planning change strategies, intervening through methods like training and consultation, and evaluation. Potential benefits are increased communication, shared goals, employee development, innovation, and reduced costs. Challenges include the time-consuming nature, costs, emphasis on groups, and difficulty evaluating programs. In conclusion, organizational development can enable changes that benefit organizations.
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
Assessment of OD - OD process - Organizational Change and Development - Manu...manumelwin
Assessing OD intervention involves judging about whether an intervention has been implemented as intended and if so, whether it is having desired results.
Effect of TQM Practices on Quality Performance through Operating Performance ...IRJET Journal
This study examines the relationship between Total Quality Management (TQM) practices and quality performance through operating performance in Indian manufacturing organizations. The study identified 13 key TQM practices based on literature and measured their impact on operating performance and quality performance. Survey data was collected from Indian manufacturing firms and analyzed using structural equation modeling. The results showed that TQM practices have a positive and significant effect on quality performance through their impact on operating performance. Specifically, practices like knowledge management, continuous improvement, and customer focus were found to contribute more to quality performance by improving operating performance in these organizations.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
The document provides an overview of the eight quality management principles from ISO 9000: the customer focus, leadership, people involvement, process approach, system approach to management, continual improvement, factual approach to decision making, and mutually beneficial supplier relationships. It describes each principle and lists symptoms that threaten their achievement or realization. The principles provide a framework for guiding organizations towards improved performance and excellence.
This document discusses change management and organizational change. It defines change and change management as the adoption of new ideas or behaviors by an organization. Forces for change include technology, competition, social trends, and the nature of the workforce. There are two types of changes - planned and accidental. Planned changes are intentional, while accidental changes result from unforeseen events. When implementing changes, organizations can use participative or directive approaches. The participative approach involves stakeholders to gather ideas and reduce resistance, while the directive approach implements swift changes. Lewin's three-step model of change involves unfreezing the current situation, implementing changes, and refreezing the new situation. Resistance to change can come from individuals or the organization and must
This document discusses different types of organization development (OD) interventions. It defines OD interventions as structured activities engaged in by organizational units to enact organizational change. The document then classifies interventions based on their objectives and targets, and outlines the major families of interventions including diagnostic activities, team-building, intergroup activities, survey feedback, education and training, techno-structural changes, process consulting, and grid organization development. It provides details on the goals and approaches for each type of intervention.
This document discusses the importance of implementing Total Quality Management (TQM) principles and business excellence strategies when implementing an Enterprise Resource Planning (ERP) system. The key points are:
1) ERP implementation is a socio-technical endeavor that requires modifying business processes, but many ERP implementations fail due to organizational and cultural issues. TQM/business excellence principles can help address these issues.
2) TQM emphasizes factors like top management commitment, teamwork, training, and employee empowerment that are important for successful ERP implementation.
3) For ERP implementation to be successful, TQM must be integrated into the corporate strategy and form a "quality loop" that ensures continuous improvement.
This document discusses various types of structural interventions in organizations, including sociotechnical systems, self-managed teams, work redesign, and quality of work life programs. It defines structural interventions as changes to how work is divided and organized, including units, reporting structures, workflows, and communications. Sociotechnical systems aim to optimize the relationship between social and technical aspects of work systems. Self-managed teams are autonomous and collaborate to achieve team results. Work redesign models job characteristics that improve motivation. Quality of work life programs restructure dimensions of the organization through participative mechanisms to institute sustainable changes.
- The document analyzes the performance management system at EdXCorp, a large for-profit education company.
- Interviews with employees found that some performance metrics were meaningless or inaccurate. Suggested improvements included eliminating pointless metrics and including more self-reviews and stakeholder feedback.
- The system focused heavily on daily productivity reports and numbers, but paid little attention to important behavioral factors. This damaged employee morale.
- Developmental plans were underutilized and seen negatively rather than as tools for growth. Improving professional development opportunities for all employees was recommended.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It was developed by Masaaki Imai and means "change for better" with "kai" meaning change and "zen" meaning good. The main principles of Kaizen are to consider the process and results, look at the entire process to evaluate the best way to do a job, and make improvements without blame. Kaizen aims to reduce waste, improve quality and space utilization, increase employee morale and teach problem solving skills. An example is the Toyota production system where all employees can stop the assembly line to suggest improvements for any issues.
Total quality management (TQM) emphasizes the importance of human factors and the role of human resource management in quality and productivity improvement. TQM calls for greater employee autonomy, creativity, cooperation, and participation rather than just compliance. TQM and HRM pursue the same goals of productivity, profitability, a customer-oriented company and a motivated workforce. The success of TQM depends on empowering workers and developing their full potential through training, employee involvement, building quality awareness, and motivating employees.
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
Organization development is a planned process to improve organizational effectiveness. It involves diagnosing problems, collecting data, planning and implementing interventions, then evaluating results. The process follows an action research model of problem identification, data collection, diagnosis, planning, implementation, and feedback. Key steps include assessing issues through interviews and surveys, analyzing organizational structures and processes, planning changes, implementing interventions, and evaluating outcomes to determine if further action is needed. The goal is to enhance an organization's ability to change and the satisfaction and development of its employees.
Comprehensive OD interventions - Organizational Change and Development - Man...manumelwin
Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed.
Phrases like “getting the whole system in the room” are appearing in greater OD practice.
Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
22. tqm practices and organizational performance inikhwanecdc
This document summarizes a research article that examines the relationship between total quality management (TQM) practices and organizational performance, with the mediating roles of human resource management (HRM) practices and innovation. The study aims to develop a conceptual framework showing how TQM practices impact organizational performance through HRM practices and innovation. It reviews literature on TQM, organizational performance, HRM practices, and innovation. The study objectives are to investigate the relationships between these variables and determine if HRM practices and innovation mediate the impact of TQM practices on organizational performance. The methodology will test this model using data from Jordanian manufacturing companies.
This whitepaper summarizes the findings of six studies on performance management. The studies found that effective performance management systems are linked to improved organizational outcomes like financial performance and productivity. They also identified trends in performance management practices, like an increased use of competencies and training. The studies highlighted characteristics of successful systems, such as alignment with organizational goals, accountability, and senior management support.
Structural design structural intervention - Organizational Change and Deve...manumelwin
This change process concerns the organization’s division of labour – how to specialize task performances.
Diagnostic guidelines exist to determine which structure is appropriate for particular organizational environments, technologies, and conditions.
Training as a open system - Manu Melwin Joymanumelwin
A business must interact with its environment and thus it is an open system.
Open systems have dynamic relationship with their environment, but closed system do not interact with their environment.
Inputs from the environment keeps the system active. The environmental inputs are transformed into outputs by the system’s processes.
The document discusses various perspectives on employee involvement and participation in decision making, including unitarist, pluralist, and Marxist views. It also examines different levels of control workers may have, forms of participation, factors pushing for greater participation, and mechanisms used for direct and indirect participation. Barriers to effective participation are also outlined.
The presentation is about organisational development. it is a set of systematic change methods in organisation which help in fighting with resistance of employees towards change in the organisation.
Technostructural interventions focus on changing the technology and structure of organizations. This document discusses restructuring organizations through different organizational structures like functional, unit/divisional, matrix, process, and network structures. It also discusses downsizing which aims to reduce organization size through layoffs or attrition. Reengineering is defined as fundamentally rethinking and radically redesigning business processes to achieve improvements. Employee involvement seeks to increase member input in decisions. Total quality management and high involvement organizations are approaches to employee involvement. Finally, work design focuses on enriching work through job characteristics.
This document discusses various organizational development (OD) interventions including open systems planning, transorganizational development, downsizing, reengineering, and work design. It provides details on the implementation process and guidelines for open systems planning. It describes the application stages and challenges of transorganizational development. The advantages and disadvantages of downsizing and tactics for downsizing are outlined. Reengineering and its advantages are also summarized. Finally, it discusses engineering, motivational, and sociotechnical approaches to work design as well as designing work around technical and personal needs factors.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
The document provides an overview of the eight quality management principles from ISO 9000: the customer focus, leadership, people involvement, process approach, system approach to management, continual improvement, factual approach to decision making, and mutually beneficial supplier relationships. It describes each principle and lists symptoms that threaten their achievement or realization. The principles provide a framework for guiding organizations towards improved performance and excellence.
This document discusses change management and organizational change. It defines change and change management as the adoption of new ideas or behaviors by an organization. Forces for change include technology, competition, social trends, and the nature of the workforce. There are two types of changes - planned and accidental. Planned changes are intentional, while accidental changes result from unforeseen events. When implementing changes, organizations can use participative or directive approaches. The participative approach involves stakeholders to gather ideas and reduce resistance, while the directive approach implements swift changes. Lewin's three-step model of change involves unfreezing the current situation, implementing changes, and refreezing the new situation. Resistance to change can come from individuals or the organization and must
This document discusses different types of organization development (OD) interventions. It defines OD interventions as structured activities engaged in by organizational units to enact organizational change. The document then classifies interventions based on their objectives and targets, and outlines the major families of interventions including diagnostic activities, team-building, intergroup activities, survey feedback, education and training, techno-structural changes, process consulting, and grid organization development. It provides details on the goals and approaches for each type of intervention.
This document discusses the importance of implementing Total Quality Management (TQM) principles and business excellence strategies when implementing an Enterprise Resource Planning (ERP) system. The key points are:
1) ERP implementation is a socio-technical endeavor that requires modifying business processes, but many ERP implementations fail due to organizational and cultural issues. TQM/business excellence principles can help address these issues.
2) TQM emphasizes factors like top management commitment, teamwork, training, and employee empowerment that are important for successful ERP implementation.
3) For ERP implementation to be successful, TQM must be integrated into the corporate strategy and form a "quality loop" that ensures continuous improvement.
This document discusses various types of structural interventions in organizations, including sociotechnical systems, self-managed teams, work redesign, and quality of work life programs. It defines structural interventions as changes to how work is divided and organized, including units, reporting structures, workflows, and communications. Sociotechnical systems aim to optimize the relationship between social and technical aspects of work systems. Self-managed teams are autonomous and collaborate to achieve team results. Work redesign models job characteristics that improve motivation. Quality of work life programs restructure dimensions of the organization through participative mechanisms to institute sustainable changes.
- The document analyzes the performance management system at EdXCorp, a large for-profit education company.
- Interviews with employees found that some performance metrics were meaningless or inaccurate. Suggested improvements included eliminating pointless metrics and including more self-reviews and stakeholder feedback.
- The system focused heavily on daily productivity reports and numbers, but paid little attention to important behavioral factors. This damaged employee morale.
- Developmental plans were underutilized and seen negatively rather than as tools for growth. Improving professional development opportunities for all employees was recommended.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It was developed by Masaaki Imai and means "change for better" with "kai" meaning change and "zen" meaning good. The main principles of Kaizen are to consider the process and results, look at the entire process to evaluate the best way to do a job, and make improvements without blame. Kaizen aims to reduce waste, improve quality and space utilization, increase employee morale and teach problem solving skills. An example is the Toyota production system where all employees can stop the assembly line to suggest improvements for any issues.
Total quality management (TQM) emphasizes the importance of human factors and the role of human resource management in quality and productivity improvement. TQM calls for greater employee autonomy, creativity, cooperation, and participation rather than just compliance. TQM and HRM pursue the same goals of productivity, profitability, a customer-oriented company and a motivated workforce. The success of TQM depends on empowering workers and developing their full potential through training, employee involvement, building quality awareness, and motivating employees.
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
Organization development is a planned process to improve organizational effectiveness. It involves diagnosing problems, collecting data, planning and implementing interventions, then evaluating results. The process follows an action research model of problem identification, data collection, diagnosis, planning, implementation, and feedback. Key steps include assessing issues through interviews and surveys, analyzing organizational structures and processes, planning changes, implementing interventions, and evaluating outcomes to determine if further action is needed. The goal is to enhance an organization's ability to change and the satisfaction and development of its employees.
Comprehensive OD interventions - Organizational Change and Development - Man...manumelwin
Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed.
Phrases like “getting the whole system in the room” are appearing in greater OD practice.
Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
22. tqm practices and organizational performance inikhwanecdc
This document summarizes a research article that examines the relationship between total quality management (TQM) practices and organizational performance, with the mediating roles of human resource management (HRM) practices and innovation. The study aims to develop a conceptual framework showing how TQM practices impact organizational performance through HRM practices and innovation. It reviews literature on TQM, organizational performance, HRM practices, and innovation. The study objectives are to investigate the relationships between these variables and determine if HRM practices and innovation mediate the impact of TQM practices on organizational performance. The methodology will test this model using data from Jordanian manufacturing companies.
This whitepaper summarizes the findings of six studies on performance management. The studies found that effective performance management systems are linked to improved organizational outcomes like financial performance and productivity. They also identified trends in performance management practices, like an increased use of competencies and training. The studies highlighted characteristics of successful systems, such as alignment with organizational goals, accountability, and senior management support.
Structural design structural intervention - Organizational Change and Deve...manumelwin
This change process concerns the organization’s division of labour – how to specialize task performances.
Diagnostic guidelines exist to determine which structure is appropriate for particular organizational environments, technologies, and conditions.
Training as a open system - Manu Melwin Joymanumelwin
A business must interact with its environment and thus it is an open system.
Open systems have dynamic relationship with their environment, but closed system do not interact with their environment.
Inputs from the environment keeps the system active. The environmental inputs are transformed into outputs by the system’s processes.
The document discusses various perspectives on employee involvement and participation in decision making, including unitarist, pluralist, and Marxist views. It also examines different levels of control workers may have, forms of participation, factors pushing for greater participation, and mechanisms used for direct and indirect participation. Barriers to effective participation are also outlined.
The presentation is about organisational development. it is a set of systematic change methods in organisation which help in fighting with resistance of employees towards change in the organisation.
Technostructural interventions focus on changing the technology and structure of organizations. This document discusses restructuring organizations through different organizational structures like functional, unit/divisional, matrix, process, and network structures. It also discusses downsizing which aims to reduce organization size through layoffs or attrition. Reengineering is defined as fundamentally rethinking and radically redesigning business processes to achieve improvements. Employee involvement seeks to increase member input in decisions. Total quality management and high involvement organizations are approaches to employee involvement. Finally, work design focuses on enriching work through job characteristics.
This document discusses various organizational development (OD) interventions including open systems planning, transorganizational development, downsizing, reengineering, and work design. It provides details on the implementation process and guidelines for open systems planning. It describes the application stages and challenges of transorganizational development. The advantages and disadvantages of downsizing and tactics for downsizing are outlined. Reengineering and its advantages are also summarized. Finally, it discusses engineering, motivational, and sociotechnical approaches to work design as well as designing work around technical and personal needs factors.
This document outlines objectives and topics around organizational effectiveness. The key points are:
- Organizational effectiveness is defined as the degree to which objectives and goals are achieved. Effectiveness means "doing the right thing". Efficiency takes resources used into account.
- The purpose is to review assessing organizational performance, compare quality assurance approaches, and describe strategies for effective healthcare organizations.
- Effectiveness is determined by factors like clear authority, discipline, and employee satisfaction. Effectiveness and efficiency influence each other.
- Managers can foster effectiveness through skills like problem-solving, change adaptation, and employee engagement. Various approaches can measure effectiveness including goals, systems, constituencies, and competing values.
The document provides an overview of the changes between the 1994 and 2000 versions of the ISO 9000 quality management standards. Some key changes include a new process-based approach, stronger focus on customer satisfaction and continual improvement, and consolidation from three standards to one standard (ISO 9001) for third-party certification. The 2000 version includes eight quality management principles and focuses the standards into four main clauses: management responsibility, resource management, process management, and measurement, analysis and improvement.
This document discusses organizational innovation and change. It defines the three main types of innovation as process, technical, and administrative innovation. It also outlines the characteristics of a learning organization and the five building blocks that make up a learning organization: shared leadership, culture, strategy, organization design, and use of information. Finally, it describes the process of organizational change and the four main approaches to change: technology-based, redesign, task-based, and people-oriented.
ORGANIZATIONAL DEVELOPMENT & INTERNAL STRENGTHENING STRATEGIES.pptxRayjivThevendram2
The presentation explains the technique, strategy and phases in Healthcare organizational development. It also explains Organizational Development as a group and individual.
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
A
Project Study Report
On
Training Undertaken at aerial telecom solution - questionnaire based study titled as employee engagement at aerial telecom solutions
OD is a system wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
This document discusses organizational change and provides examples of successful change implementation at Wipro and Tata. It defines organizational change as planning and implementing change in a way to minimize resistance and costs while maximizing effectiveness. Forces for change include environmental factors like politics, economics, and customer needs as well as internal factors like profitability and employee expectations. Change can be evolutionary or revolutionary. Successful change requires establishing urgency, forming guiding coalitions, communicating vision, empowering employees, generating wins, consolidating gains, and institutionalizing changes. Wipro shifted to consulting services through innovation while Tata introduced a performance management system to reward top performers and reduce hierarchy through its business excellence model.
This document discusses key principles of Continual Service Improvement (CSI) including focusing on efficiency, effectiveness, and cost optimization. It emphasizes organizational change management, defining roles like the CSI manager, and addressing both external drivers like regulations and internal drivers like culture. The Deming Cycle of plan-do-check-act is recommended. Service measurement, knowledge management, benchmarks, governance, and service level management are also identified as important aspects of successful CSI.
OD process - Operational components of OD - Organizational Change and Develo...manumelwin
The Diagnostic Phase Involves
Client's top management to recognize the problems and have awareness of the need for change in the organisation.
The engagement of change agent or consultant by client organisation.
Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.
This document introduces seven quality management principles (QMPs) that ISO 9000, ISO 9001, and related standards are based on. The seven QMPs are customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. For each principle, the document provides a statement, rationale, key benefits, and examples of actions organizations can take to apply each principle.
This document introduces the seven quality management principles (QMPs) that ISO 9000, ISO 9001, and related quality management standards are based upon. The seven QMPs are customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. For each principle, the document provides a statement, rationale, key benefits, and examples of actions organizations can take to apply that principle.
This document provides an overview of organizational development. It defines organizational development as a planned process of change in an organization's culture through behavioral science to increase effectiveness. The objectives of organizational development include increasing trust, satisfaction, cooperation and problem solving abilities. Principles include being values-based, systems-focused, and informed by data. Functions include training, performance management, competency management and succession planning. Benefits include empowering leaders, continuous improvement, and making change and conflict more constructive. The document also outlines the process, phases and typical stages of organizational development.
This document discusses organizational innovation and change. It defines a learning organization as one that involves all employees in continuously improving products/services through experimentation. A learning organization creates sustainable competitive advantages through innovation and change. The five building blocks that define a learning organization are shared leadership, culture of empowerment and learning, strategic focus on customers, team-based structures and strategic alliances, and extensive use of information. The document also outlines the process of organizational change and different approaches to change including technology-based, redesign, task-based, and people-oriented.
Strategic Change and Strategic LeadershipSensei Ndlovu
The document discusses strategic change and strategic leadership. It provides information on managing strategic change, including identifying areas for change, barriers to change, using organizational persuasion, and becoming a learning organization. It also discusses types of strategic change, strategic issues such as time, scope, diversity and readiness. Additionally, it outlines the key actions of strategic leadership, including determining strategic direction, managing resources, sustaining culture, emphasizing ethics, and establishing controls.
Quality Management Principles
Quality Management System(QMS)
Total Quality Management(TQM)
ISO
ISO 9000
PPT
Seven Quality Management Principles
Customer Focus
Leadership
Engagement of People
Process Approach
Improvement
Evidence-Based Decision Making
Relationship Management
Statement
Rationale
Key benefits
quality assurance
quality control
gmp
The document discusses a project investigating staff engagement, satisfaction, and motivation at an Australian insurance company. It provides context on the company, which was family owned but taken over and underwent management changes. The methodology involved qualitative interviews to explore these factors and their effect on performance. Findings showed engagement increased through improved communication and recognition programs. Motivation benefited from improved teamwork and goal setting. Satisfaction levels rose regarding remuneration but fell for work hours. Performance was most influenced by organizational structure. Recommendations focus on strengthening teams, developing skills, managing expectations, and maintaining work-life balance.
Similar to Fredrick Kirui Kurgat - Final defence May 2019 [autosaved] (20)
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Comparing Stability and Sustainability in Agile Systems
Fredrick Kirui Kurgat - Final defence May 2019 [autosaved]
1. Effect of Change Management on Organizational
Performance of Media
Companies in Kenya
By:
Fredrick Kirui Kurgat
Strathmore Business School
MBA/79955/14
2. Problem Statement
• Change management as a strategy to improve organizational performance
• Media industry in Kenya had a growth of 17.1% in 2017/2018
• The Sector has witnessed different forms of change management in the last
10 years:
• Change in Organizational structure
• Adoption of new technologies
• Change in leadership / management
• Change in organizational culture
• Vast research done on Change management strategies, Effect of change on
organizational culture, Change management on employee motivation
• No research done yet to investigate the effect of change management on the
organizational performance of media companies in Kenya.
3. Research Objectives
• Broad Objective:
• The main purpose of this study was to investigate the effects of change management on the organizational
performance of media companies in Kenya.
• Specific Objectives:
• To establish the extent to which organizational structure changes affect the performance of media companies in
Nairobi, Kenya
• To determine the extent to which technological changes affect the performance of media companies in Nairobi,
Kenya;
• To determine how organizational leadership changes, affect the performance of media companies in Nairobi,
Kenya;
• To assess how the organizational culture changes, affect the performance of media companies in Nairobi, Kenya
4. Significance of the Study
Scholars - Improving existing
Literature on Change
Management
Media Companies – As a
reference guide when
undertaking change
management
Policy Makers - can use this
research study to educate
media companies on
overcoming growth challenges
Researchers - Can form the
foundation for further research
5. Literature Review
Theoretical
Foundations of
Change Management
• Individual Perspective School
• Group Dynamic School
• The Open System School
Change management
models
• Kurt Lewin
• McKinsey 7S model
• Kotter’s 8 Step Model
Measures
Organizational
Performance
• Profitability
• Product differentiation
• Cost leadership
• Market share
6. Conceptual Framework
Organizational Structure
• Clear roles
• Flexibility of the structure
• Hierarchy of authority is clear
Technological Changes
• Responsive IT system
• Employee training
• Reduction of workload
Organizational Leadership
• Motivates employees
• Creativity and innovation
• Ethical work practices
Organizational Performance
•Differentiation of products
•Cost leadership
•Focus on product or service
•Profitability
•Market share
Organizational culture
•Diversity of employees
•Organizational learning
•Customer focused activities exploitation activities
Independent Variables
Dependent Variable
7. Research Methodology
• Quantitative Research in nature. Primary Data
• Sampling frame was the employees who work for the top 5 media companies in Kenya
(NMG, SG, RMS, MMNL & RAG
• Pilot test – 10 questionnaires issued to randomly selected employees from Standard
Group Limited, to test the validity of the questionnaire
• Simple Random sampling method – unbiased & minimizes on research costs
• Data collection was via questionnaires (with a Likert scale) sent via email & Face to face
Interviews – Senior managers/Directors
• Research design – descriptive
• Population – Employees from 5 media companies in Kenya
• Sample size – 100 Employees (20 employees per media company).
• Response rate – 61 questionnaires out of 80 (76.3%). Adequate.
8.
9. Data Analysis
• Questionnaires first serialized for completeness
• Responses then coded
• Data then input into SPSS (Version 21)
• Normality test carried out to determine normal distribution.
• Methods of data analysis used:
• Regression Analysis : Mean, Standard Deviation,
Regression equation & Anova : Analysis of Variance
• Presentation of findings was done using graphs & tables
10. Findings: Business Demographics
• 53% of media companies with over 1,000 employees
• 47% of media companies with less than 1,000 employees
• 86% of media companies are privately owned
• 7% of media companies owned by the Government of Kenya
• 47% of respondents – middle level managers
• 25% of respondents – Senior level managers
• 55% had a masters degree – mostly a key requirement for
middle & senior managers
• 43% had an undergraduate degree – considered as one of the
key basic requirements
11. Organizationstructure
Statement Mean Std. Deviation
The organization hierarchy of organization is clear 4.08 1.159
The employees work according to existing standardized roles 3.87 1.087
There exist clear roles for each employee in the organization 3.82 1.232
There exists good supervisory relationship 3.51 1.178
There exists little uncertainty on the roles of each employee whenever an unplanned event occurs 3.39 1.320
The organization structure facilitates faster decision making 3.23 1.160
The organization structure is flexible 3.16 1.254
Overall mean 3.58
Inferences:
• Majority of the responds agreed that indeed the organization structure is clear
• Employees work according to existing standardized roles
• There exists clear roles for each employee in the organization
• High SD in terms of uncertainty of roles – Responds differed significantly in their opinions
12. Technological Change
Inferences:
• Majority of the respondents agreed that to some extent, organization builds continuously on its IT system in response to the
market demands
• Respondents agreed that to a moderate extent, introduction of new technology is aimed at reducing the workload of employees
and that introduction of new technology in the organization is gradual
• High SD in introduction of new technology aimed at reducing employee work load show that respondents differed significantly in
their opinions
Statement
Mean Std. Deviation
The organization builds continuously on its IT system in response to the market demands 3.64 1.065
The introduction of new technology is aimed at reducing the workload of employees
3.43 1.217
The introduction of new technology in the organization is gradual 3.38 1.171
The organization has a combined data processing and communication system that enables it to react fast
to changes in the operating environment 3.36 1.081
Employees are prepared well before introduction of a particular system
3.23 1.270
Overall mean 3.41
13. Organizational leadership
Inferences:
• Majority of the respondents agreed that the organization leadership is competent in their respective fields
• Respondents agreed that to a moderate extent that the organization leadership promotes creativity and innovation
• Low SD in organization leadership upholds ethical work practices show that respondents differed minimally in their opinions
Statement Mean Std. Deviation
The leadership is competent in their respective fields 3.67 1.121
The organization leadership is tasked to implement the employee motivation process 3.64 1.198
The organization leadership endeavors to promote creativity and innovation 3.57 1.040
The organization leadership upholds ethical work practices 3.51 .994
The organization leadership rewards ethical conduct by employees 3.44 1.041
The leadership continuously stimulates subordinates to challenge the value system 3.36 1.141
Overall mean 3.53
14. Organization Culture
Inferences:
•Majority of the respondents agreed that the organization background is diverse
•Respondents agreed that to a moderate extent that the organization has established strong values that guide employee performance,
as well as the core values guiding the organizations are well defined.
•There was a minimal variance in respondents’ opinions on the comments as evidenced by the standard deviations which are greater
than one.
Statement
Mean Std. Deviation
The background of the organization is diverse 4.28 .799
The organization has established strong values that guide employee performance 3.93 1.078
The core values guiding the organization are specified 3.90 1.028
Team orientation towards achievement of firm goals is encouraged 3.82 .904
The organization activities are customer focused 3.74 1.153
Organization's learning process is encouraged 3.67 .995
Overall mean 3.89
15. Organization Performance
Inferences:
• Majority of the respondents agreed that the organization has been able to increase its products range
• Respondents agreed that to a moderate extent that the quality products have improved in comparison with the other periods, as
well as increased product range as a result of change management process
• There was a minimal variance (SD of less than 1) in respondents’ opinions on the reduction of organization cost of service delivery as
a result of change process
• On Profitability : performance in majority of the media houses has been achieved to a moderate extent.
Statement Mean Std. Deviation
The organization has been able to increase its products range 3.89 1.142
The organization quality products have improved in comparison with the other periods 3.87 1.008
The firm product range has increased in the last five years as a result of change management process initiated 3.67 1.076
The level of satisfaction has improved 3.46 1.191
The media house revenues have been increasing in the last five years 3.43 1.384
The organization cost of service delivery has reduced as a result of change process 3.41 .973
The media house market share has improved due to change management process initiated 3.36 1.212
The media house has been able to access low cost labor through automation in comparison to the traditional service
mode
3.28 1.035
The media house profitability level has improved as a result of changes initiated 3.28 1.113
Overall mean 3.52
16. Regression Analysis – Model Summary
• Linear regression analysis to test the relationship between independent variable (change management practices) and
dependent variable (Organizational performance of media companies.
• Coefficient of determination (R2 ) used to gauge the fitness of the model.
• The adjusted R2 (multiple coefficient of determination), is the proportion of the variance in the dependent variable that is
predictable from the independent variable(s).
• From the model R2 (.263) which implies that 26.3% of performance of media companies can be attributed to the success of its
change management practises
Model R R2 Adjusted R2 Std. Error of the Estimate
.513a .263 .210 .960
a. Predictors: (Constant), organizational structure, technological changes, organization leadership, organization culture.
b. Dependent variable: Organization Performance
17. ANOVA – Model Summary
• Shows that the combined effect of change management dimensions was statistically significant in explaining changes
in the level of performance among the media Companies.
• Significance level of 0.002 which imply that the data is ultimate for drawing conclusion based on the parameter of
the population as the significance value (p-value) is less than 5%, an indication that the model was statistically
significant.
Model Sum of Squares df Mean Square F statitistic Significance
Regression 18.418 4 4.605 4.993 .002a
Residual 51.647 56 .922
Total 70.066 60
a. Predictors: (Constant), organizational structure, technological changes, organization leadership, organization culture
b. Dependent Variable: Organization performance
18. Coefficients of Correlation – Model Summary
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
(Constant) 1.617 .482 3.351 .001
Organization structure .069 .161 .066 .426 .002
Technological changes .332 .192 .366 1.731 .089
Organization leadership .154 .224 .173 .687 .002
Organization culture -.045 .214 -.046 -.210 .004
a. Dependent Variable: organization performance
The Overall equation model for Independent & dependent variable:
Implications:
• When organizational structure, technological changes, organization leadership, organization culture are zero,
performance of media houses would stand at 1.617
• A unit increase in organizational structure would lead to an increase in performance value by .069
• From the regression coefficient table, it can be deduced that apart from the technological changes, all the other three
predictor variables were significant at 5% level of significance. This implies that the variables have an effect on firm
performance. A possible area for further research to ascertain the impact of technological changes on Organizational
performance as it had a higher level of significance above 5% threshold for this study.
19. Research Findings
• The study found that all the four variables: organization Structure,
technological changes, organization leadership and organizational
culture, have a significant impact on the performance of media
companies in Kenya.
• Organization culture was found to have the least impact compared to
the other variables
• Organization performance – Improvement in Profitability and market
share as a result of changes initiated by the organizations
• Automation/Adoption of technology has resulted in access of low
labor costs
20. Study Limitations
• Research was only limited to the top 5 big
Media companies in Kenya. It excluded
relatively smaller media companies that
have been in existence in the last 3 years in
Kenya.
21. Recommendations for further research
• Further research on other aspects of change management that may affect performance
• Further research to be done on the influence of change management practices by focusing on other
sectors of the economy.
• Further research to be conducted to establish causes of technological changes that affects performance
• Further research to analyze organization culture and other technological changes strategies put in place in
the companies
• Further research to establish whether individual constructs of change management has an impact on
organization performance.
• Same research but on relatively smaller media companies in Kenya (with less than 500 employees)
Stochastic – random no one factor
Descriptive – not what causes growth but how a biz adapts internally – staged. Popular
Evolutionary – interaction of internal and external factors-result of its own circumstances
Resource- based on the availability managerial resources
Deterministic – what causes growth people most popular
Theorizing should lead to empirical work